AgilePM emphasizes product-based planning. The correct approach is to first create a Product Breakdown Structure (PBS) to understand what needs to be delivered, before considering tasks (which would come later in a PBS-derived Product Flow Diagram or Task List). This keeps the focus on outcomes, not activities.

The Business Ambassador is a critical role providing business direction. Their prolonged absence is a major risk that must be escalated to the Project Board. The board is responsible for ensuring the project is properly resourced and must address this governance issue, potentially by appointing a deputy or a replacement.

AgilePM has a controlled change process. New requirements should be captured (e.g., in an Off-Specification log or as a new requirement) and then formally assessed. The Business Ambassador, representing the business interest, is responsible for evaluating its priority and value against existing commitments. This prevents uncontrolled scope creep.

A core principle of MoSCoW is that ‘Must Have’ requirements are non-negotiable for the current delivery. If there is a conflict, ‘Should Haves’ and lower priority requirements must be de-scoped to protect the delivery of the ‘Must Haves’. This ensures the minimum usable subset is always delivered.

AgilePM promotes empowerment and continuous improvement. A retrospective, led by the Team Leader with the Project Manager’s support, is the proper forum for the team to inspect their own process. The goal is to understand the root cause (e.g., over-optimism, interruptions, technical issues) and adapt their way of working, rather than imposing external fixes.

The End Stage Report is a key management product used at the end of a management stage (or a significant timebox). Its purpose is to inform the Project Board about what was achieved, the current project status, updated plans, and risks. It enables the board to make an informed governance decision: to authorize the next stage, close the project, or take other action.

This is false. A key AgilePM principle is that teams should be empowered and self-organizing. The Project Manager facilitates the planning workshop and ensures the high-level plan (Timebox Plan) is in place, but the detailed task list is created by the development team itself. This increases commitment and leverages the team’s expertise on how best to do the work.

A core responsibility of the Project Manager and Team Leader is to remove impediments that are beyond the team’s authority. A blocking dependency is a direct threat to the timebox plan. The correct action is to take ownership of the issue after the brief stand-up and act to resolve it, enabling the team to continue productive work.

AgilePM projects should have a defined end. If the core solution is complete and accepted, the current project should be closed formally. New ideas or enhancements represent new business value and should be justified and planned as a separate initiative (a new project or a follow-on phase). This maintains governance control and clear accountability for the original project’s success.

AgilePM emphasizes product-based planning. The correct approach is to first create a Product Breakdown Structure (PBS) to understand what needs to be delivered, before considering tasks (which would come later in a PBS-derived Product Flow Diagram or Task List). This keeps the focus on outcomes, not activities.0